This volume highlights the intercultural challenges that can arise in the implementation of CSR strategies. In recent years, sustainable implementation of CSR has increasingly come into focus for globally operating companies. However, often only certain CSR aspects could be anchored in specific functional areas of the companies, as many different hierarchical levels and departments along the value chain are involved in such decision-making processes. Another obstacle to achieving a comprehensive CSR strategy at all corporate levels is the cultural dependence of Corporate Social Responsibility, which is reflected in inconsistent definitions and varying implementation activities. The resulting questions and issues are illustrated in this book through case studies from various countries.